Chapter 4 Planning and Recruiting

1. Human Resource Planning

2. Recruiting
Personnel Planning and Recruitin
g

Behavioral Objectives
When you finish studying this chapter, you sho
uld be able to:
Explain the process of forecasting personnel r
equirements.
Discuss the pros and cons of eight methods u
ses for recruiting job candidates.
Describe how to develop an application form.
Explain how to use application forms to predic
t job performance.
Chapter Outline

 The Recruitment and Selection Proce

ss
 Employment Planning and Forecastin
g
 Recruiting Job Candidates
 Developing and Using Application Fo
Key words

trend analysis
Study of a firm’s past employment needs ov
er a period of years to predict future needs.
ratio analysis
A forecasting technique for determining futur
e staff needs by using ratios between sales
volume and number of employees needed.
Key words

scatter plot
A graphical method used to help identify the r
elationship between two variables.
computerized forecast
The determination of future staff needs by proj
ecting a firm’s sales, volume of production, an
d personnel required to maintain this volume o
f output, using computers and software packa
ges.
Key words

qualifications inventories
Manual or computerized systematic records listing e
mployees’ education, career and development intere
sts, languages, special skills, and so on to be used i
n forecasting inside candidates for promotion.
Personnel replacement charts
Company records showing present performance and
promotability of inside candidates for the most import
ant positions.
Key words

position replacement card

A card prepared for each position in a compan
y to show possible replacement candidates an
d their qualifications.
job posting
Publicizing an open job to employees (often b
y literally posting it on bulletin boards) and listi
ng its attributes, like qualifications, supervisor,
working schedule and pay rate.
Key words

occupational market conditions

The Bureau of labor Statistics of the U.S. Dep
artment of Labor publishes projections of labo
r supply and demand for various occupations,
as do other agencies.
application form
The form that provides information on educati
on, prior work record, and skills.
 1. Human resource planning

(1) Importance of HR planning

(2) Internal Needs Predictions
(3) Internal Supply Analysis
(4) External Sources of Supply
(5) Action Plans
 (1) Importance of HR Planning

A. Definition:
 Hr planning is to make predictions of future ne
eds of the organization according to the organ
ization goals and develop action plans for me
eting the needs in the future.
 HR Planning is part of the organization’s strat
egic planning.
 B. Objectives:

 To ensure the attainment of organization goals.

Meeting future HR needs—critical to success.
 To improve the efficiency of human resources.
Rational use of people—recruitment and devel
opment.
 To motivate employees.
Meeting the needs of self-actualization-training
and development.
 C. Type and features
 Types of HR Planning:
– Long-term plan: 5years and above.
– Mid-term plan: 2 to 4 years.
– Short-term plan: 1 year.
 Features of HR planning:
– Consistency: consistent to organization goals.
– Continuity: between long-term, mid-term and s
hort-term.
– Flexibility: adapting according to change.
– Accuracy: be as close as possible to reality.
 (2) Internal Needs Predictions
A. What to predict
 Quantity of employees needed in the futur
e.
How many people do we need?
 Quality of employees needed in the futur
e.
What will be the requirement of people?
 Skill variety and managerial development.
What kind of skills and managerial experti
se do we need?
 B. Methods of internal prediction
 Bottom-up
To make predictions of future needs through th
e hierarchical structure of the organization.
 Trend Analysis/Ration Analysis:
To study a factor that affects employment over t
ime and make prediction on that basis.
 Multiple Factor Analysis:
To study a number of factors that affect HR cha
nges in the organization in the past 5 to 10year
s.
 (3) Internal Supply Analysis
 Personnel files:
Personnel files are records of the employees’
education, training, performance, promotion,
etc.
 Job posting:
publicize the open job to employees and list
its attributes like qualifications, working sch
edule and pay rate.
 Succession planning:
To identify candidates for managerial positi
ons.
 (4) External Sources of Supply

A. Labor market.
B. Employment service agencies.
C. Schools and colleges.
D. Referrals and walk-ins.
E. Internet.
F. Head-hunting companies.
 (5) Action Plans-for shortage (A)
 Overtime: for cyclical or short-term needs.
 Job rotation: balance needs of different sect
ors and develop managerial talents.
 Training and development: for long-term ne
eds.
 Reemployment: employ retired employees
or extend their time of services.
 Recruiting temporary workers: for seasonal
jobs.
 External recruitment: for needs that cannot
be satisfied internally.
 (5) Action Plans—for surplus (B)
 Job rotation: to move surplus labor internally.
 Off-job training: to prepare for future needs.
 Expand production: to make use of surplus workforce.
 Reduce working time/job sharing; to improve quality of
work life.
 Layoff: to ask employees to leave temporarily.
 Early retirement: to allow employees retire earlier.
 Vocational training: to prepare employees for new job
s.
(5) Action Plans—factors to be conside
red (C)
In developing action plans, we need to conside
r the following factors:
 Organization goals and social commitment.
 Employee motivation and loyalty.
 Cost and benefits.
 2. Recruiting

(1) Objectives and goals

(2) Personal job selection
(3) Occupational theories
(4) Procedures of recruiting
(5) Methods of recruiting
 (1)Objectives and goals

A. What is recruiting: recruiting is to build an appl

icants’ pool for future needs.
B. Importance of recruiting:
 Meeting organization goals.
 Meeting employee expectations (internal recru
iting)
 Creating a good image of the organization (ex
ternal recruiting)
 (2) Personal job selection
A. Two selection areas:
 Occupation: What kind of a job I want to c
hoose?
 Organization: What kind of organization I
want to work in?
B. Factors affecting personal a job selection:
 Ability
 Needs
 Interest
 Personality
 (4) Procedures of recruiting
A. Develop recruiting plans and standards.
 Recruiting plans: what kind of workers and how m
any?
 Standards: basic requirement for the job posted.
B. Conduct advertising and promoting:
 Advertising: let the public know your needs.
 Promoting: let the public know your image.
C. Conduct recruiting.
D. Evaluate the results of recruiting: cost/benefits.
 (5) Methods of recruiting
A. Internal recruiting:
 Job posting on billboard or company magazines.
 Grape-line or informal communication.
B. External recruiting:
 Labor market.
 Employment service agencies.
 Schools and colleges.
 Referrals and walk-ins.
 Recruiting on Internet.
 Head-hunting companies.